DESIGNING PROJECTS IN A RAPIDLY CHANGING WORLD

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• How do you make this RAPTA component relevant and appropriate to the stakeholder? • Multi-stakeholder engagement processes are much more successful when stakeholders are given specific tasks to undertake; when they feel that they have some control in the process; and that it is of benefit to them to be engaged in the process as well as the project outcomes. When conducting this step for each of the RAPTA components, consider the following: • In Scoping and Theory of Change – focus on stakeholders who own the process (e.g. project owners, initiators, developers) and who achieve impact (e.g. partners or networks that make change). Specific tools for bringing these stakeholders together include networking workshops. Be aware of power relations and manage stakeholder engagement accordingly. • For System Description – varied stakeholder perspectives are required, so involve a broad range of disciplines and expertise (e.g. science, indigenous knowledge), including people with ideas outside of the “normal” or expected. Specific tools could include interviews and surveys. Favour local knowledge over “outside” expertise. Note also that stakeholder analysis can itself contribute to the system description where stakeholders’ decisions and actions are the main drivers of change. • For System Assessment – stakeholders who make and implement decisions and who hold power are required, as well as the key implementers and innovators. As this stage involves making trade-offs and decisions, use of specific group decision-making techniques is advisable, such as social multi-criteria analysis and deliberative processes. Ensure that the decision power is shared across the full range of stakeholders, and that gender issues are included. • For Options and Pathways – a diversity of stakeholders who affect and benefit from this component is required. This includes innovators, decision makers, stakeholders who own the separate options and those who collaborate with the beneficiaries. This stage involves collaboration building, and could involve specific workshop activities and processes. • For Learning, which is another important component that occurs throughout RAPTA, multi-stakeholder engagement needs to work harmoniously to deliver knowledge to stakeholders and establish a learning framework throughout the project. Seamless engagement across the Engagement and Governance, and Learning components is essential for success. 3.2.4 What this component will produce By the end of this RAPTA component it is expected that you will have: • An understanding of your stakeholders; • A governance structure; • A multi-stakeholder engagement plan for each component of RAPTA; and • Knowledge of where to find more information about multi-stakeholder engagement and governance. Every component of RAPTA requires consideration of Engagement and Governance, so outputs from this component will change and grow along the RAPTA journey. 3.2.5 Resource links Graham, J., Amos, B., & Plumptre, T. (2003). Principles for good governance in the 21st century. Policy brief, 15, 1-6. Available at http://iog.ca/wp-content/ uploads/2012/12/2003_August_policybrief151.pdf IDB Guidelines on Consultation and Stakeholder Engagement in IDB Projects http://idbdocs.iadb.org/ wsdocs/getdocument.aspx?docnum=37905629 Peréz, E. And Schultz, M. (2015). Dialogue Workshop on Assessment of Collective Action in Biodiversity Conservation. Reed, M. S., & Stringer, L. C. (2015). Climate change and desertification: Anticipating, assessing & adapting to future change in drylands. UNCCD available at http://www.unccd.int/en/programs/Science/Conferences/Documents/3sc_unccd_impulse-report.pdf Rockström, J. and Baptiste, B. (2013)Integrating Social-Ecological Resilience into the New Development Agenda in Colombia. Tengö, M., Brondizio, E.S., Elmqvist, T., Malmer, P., Spierenburg, M. (2014). Connecting Diverse Knowledge Systems for Enhanced Ecosystem Governance: The Multiple Evidence Base Approach. Ambio. 2014 Sep; 43(5): 579–591. 50 RAPTA guidelines for project design
Photo Credit: Deborah O'Connell Participants and co-author Yiheyis Maru (standing) at the UNDP-GEF Ethiopia workshop discussing ways to embed resilience in their project planning in order to meet the goal on sustainable and resilient food security by 2025. UNDP Multi-Stakeholder Engagement processes, http://www.undp.org/content/dam/aplaws/publication/en/publications/capacity-development/ drivers-of-change/accountability/multi-stakeholderengagement-processes/Engagement-Processescp7.pdf UNDP 2010 A Guide to UNDP Democratic Governance Practice, found at http://www.undp.org/ content/dam/aplaws/publication/en/publications/ democratic-governance/dg-publications-for-website/a-guide-to-undp-democratic-governance-practice-/DG_FinalMaster2-small.pdf UNEP online source of protocols, guides and examples of environmental governance, found at http:// www.unep.org/environmentalgovernance/Tools/ tabid/356/Default.aspx UN-REDD A Draft Framework for Sharing Approaches for Better Multi-Stakeholder Participation Practices at http://www.un-redd.org/Stakeholder_Engagement/ Guidelines_On_Stakeholder_Engagement/ tabid/55619/Default.aspx RAPTA guidelines for project design 51
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DESIGNING PROJECTS IN A RAPIDLY CHA
Page 3: DESIGNING PROJECTS IN A RAPIDLY CHA
Page 6 and 7: CONTENTS FOREWORD..................
Page 8 and 9: LIST OF FIGURES AND TABLES FIGURES
Page 10 and 11: 6
Page 12 and 13: ABSTRACT RAPTA is a unique tool to
Page 14 and 15: RAPTA COMPONENTS 1. Scoping: a stan
Page 16 and 17: HOW TO USE THIS REPORT RAPTA was de
Page 18 and 19: 14
Page 20 and 21: INTRODUCTION TO RAPTA AND ITS APPLI
Page 22 and 23: 1.2 KEY CONCEPTS: RESILIENCE, ADAPT
Page 24 and 25: BOX B Seven principles of resilienc
Page 26 and 27: BOX C Intervention options and adap
Page 28 and 29: gaps. In short, it is a flexible, a
Page 30 and 31: OVERVIEW OF THE RAPTA PROCESS 2 If
Page 32 and 33: The “systems view” encouraged b
Page 34 and 35: description is available. The Syste
Page 36 and 37: are not intended to replace current
Page 38 and 39: and requirements that RAPTA could b
Page 40 and 41: 36
Page 42 and 43: RAPTA GUIDELINES FOR PROJECT IDENTI
Page 44 and 45: Scoping is a standard component of
Page 46 and 47: Step 5 Review how resources are to
Page 48 and 49: 3.2.3 Steps to Multi-Stakeholder En
Page 50 and 51: • How should the identified stake
Page 52 and 53: BOX G Example of engagement process
Page 56 and 57: 3.3 THEORY OF CHANGE RAPTA PROCESS
Page 58 and 59: BOX I Use of term ‘Pathways’ in
Page 60 and 61: 3.4 SYSTEM DESCRIPTION RAPTA PROCES
Page 62 and 63: assess the difficulty or not of cha
Page 64 and 65: Step 4 Describe key social-ecologic
Page 66 and 67: shared and used to inform adaptive
Page 68 and 69: BOX L Example: different domains in
Page 70 and 71: BOX N The RESILIENCE ATLAS and Vita
Page 72 and 73: 3.5.4 What this component will prod
Page 74 and 75: 3.6.3 Steps to take Step 1 Draw on
Page 76 and 77: Table 1 Characterizing and prioriti
Page 78 and 79: long-term role of the Theory of Cha
Page 80 and 81: decision points, implementation tri
Page 82 and 83: Learning serves four objectives:
Page 84 and 85: all RAPTA components and activities
Page 86 and 87: BOX R An approach to learning for p
Page 88 and 89: HOW TO USE RAPTA IN THE GEF PROJECT
Page 90 and 91: input of different knowledge types,
Page 92 and 93: Table 3 The RAPTA components, activ
Page 94 and 95: System Assessment Options and Pathw
Page 96 and 97: APPENDICES 5 92 Appendices
Page 98 and 99: APPENDIX B GLOSSARY AND KEY CONCEPT
Page 100 and 101: Multi-stakeholder Engagement Projec
Page 102 and 103: B.3 STABILITY DOMAINS The term “d
Page 104 and 105:
APPENDIX C SUPPLEMENT TO SECTION 3.
Page 106 and 107:
FACTORS THAT MAY HINDER IMPLEMENTAT
Page 108 and 109:
APPENDIX D LEARNING EXAMPLES Table
Page 110:
106 Appendices
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DESIGNING PROJECTS IN A RAPIDLY CHANGING WORLD

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